Noel Waite chairs the executive search consultancy Waite Group. She has twice been president of the Victorian branch of the Australian Institute of Management, has been awarded the Malcolm Moore plaque for services to AIM and is a life member of the Institute. She has a room named after her at AIM’s Victorian headquarters. She has been made an Officer of the Order of Australia for services to management, particularly women in management. She is also the author of the book, The Gold Within.
AIM: How did you start your management career?
Waite: I took over Waite Group from my late husband in 1968. I had had my own career as an illustrator. I was on retainer with Myer and had my own arts and fashion studio at a time when women didn’t work. I didn’t intend getting into business, but because it had my name on it, I decided to give it a go. For a number of years I hid behind my somewhat androgynous name. And I joined institutes such as AIM because I didn’t know how to do marketing. Over the years the institut
Geoff Whalan is chief executive of the Northern Territory Credit Union and is a director of his industry’s peak body, the Credit Union Services Corporation. He was formerly chief executive of Southern Cross Credit Union in New South Wales. He is a Fellow of the Australian Institute of Management.
AIM: Why did you get involved in credit unions?
Whalan: I was attracted to the credit union concept because of their democratic way of running the financial system for people. Dealing with finances is an important personal and emotional part of people’s lives.
There is a lot of pressure now for people to spend beyond their means; developing self-discipline is one of the greatest challenges in people’s lives. Of course we still have to make a profit and satisfy capital guidelines. Capital adequacy guidelines, maximum exposure to clients and liquidity guidelines are exactly the same for us as for the banks. They all emanate from Basel, the Bank of International Settlements.
AIM: How do you understand the
Barry Fitzpatrick is group managing director of South Australia’s only publicly listed regional bank, Adelaide Bank. The bank has more than $5 billion of assets and is in the top 150 companies in Australia. Fitzpatrick was the architect of the merger between the Co-operative Building Society and the Hindmarsh Building Society, forming the Co-operative Building Society of South Australia. In 1994, this became Adelaide Bank Limited. He is a Fellow of the Australian Institute of Management.
AIM: To what do you attribute your rise in the company?
Fitzpatrick: I have no idea. It was so long ago.
AIM: So, it was not the result of any planning or premeditation?
Fitzpatrick: I think that people who are ambitious are ambitious. They are the ones who work hard to get there.
AIM: Did you have much training?
Fitzpatrick: I did courses in accounting and I went to Harvard Graduate School of Management for three weeks and did a course on strategic marketing.
AIM: What is different about managing a ban
Kathleen Newcombe is managing director of the education institution Martin College in Brisbane. Before that she was principal of the college and director of international marketing. She is chairwoman of the Queensland International Education Advisory Board and a board member of the Abused Child Trust. She has a graduate diploma in business administration and marketing at the Queensland University of Technology.
AIM: How did you rise up through the management ranks?
Newcombe: I started in teaching, then moved into business education 12 years ago. It was a gradual growth into management. I have done every job in this organisation over time: I started off in sales and marketing, then personnel and human resources, then I moved into international marketing.
AIM: How did you approach your own education?
Newcombe: I did post-graduate studies, and I read quite extensively in the popular press. My view is that a lot of it is intuitive. I am interested in vision and direction. If you get those two things right, the mechan
Kate Carnell became the first female Liberal state or territory leader in Australia five years ago when she assumed the role of Chief Minister of the ACT. Her portfolios include responsibility for financial management, public administration, business development and tourism, asset management, and information technology and multimedia. Kate is a pharmacist by profession. She is also a Fellow of AIM.
AIM: How has management played a role in your career?
Carnell: I bought my first pharmacy when I was 24, so I suppose I have always aspired to work for myself or to manage rather than just work for somebody. It is rewarding to run your own business and produce outcomes.
The other side of it is the great challenge of managing staff and making sure that people working for you feel part of a team, not just employees. I hope that’s something I have done reasonably well over the years. I think it’s something that women do well.
AIM: What is the role of communication in management?
Carnell: Management has
Rod McGeoch is widely recognised as one of the most prominent lawyers in Australia. He is national chairman of partners for Corrs Chambers Westgarth. The Australian Government in 1990 recognised his contribution to law by awarding him membership of the Order of Australia. McGeoch is a director of numerous boards, including AAPT, Ramsey Health Care and FXF Management. But he is best known for his contribution to the Olympics in his capacity as chief executive officer of Sydney’s successful bid for the Olympic Games. He is a Fellow of AIM.
AIM: How did you begin your career?
McGeoch: I started as a law clerk and then became a solicitor. As a solicitor I found myself doing more and more work for sporting groups. With television and sponsorship, more and more sports were turning professional and needed legal advice. Sport is a fascinating business.
AIM: You have specialised in the law and the business of sport. What do these two have in common?
McGeoch: A great deal. You can break down the sort of elements of r
Paul Piercy is managing director of WesTrac, a Perth-based company that provides heavy equipment to the mining industry. Before that, he spent many years in the mining industry, working in senior management for Novacoal in New South Wales, Kembla Coal and Coke, Rio Tinto and Hamersley Iron’s Dampier division. He has also worked in Zambia and Papua New Guinea with Bougainville Copper. He has a diploma of Metallurgy and Assayers from the Bendigo School of Mines. He is a Fellow of AIM.
AIM: How long have you been in management?
Piercy: I have been doing management jobs since 1964, when I had a supervisory role with Rio Tinto. So, 25 years.
AIM: What would you regard as the highlights?
Piercy: In 1969 I went to Africa to work as a superintendent. I was with Anglo-American at the time. After two years I came back, and I haven’t done much metallurgy since. My family did not like it there, but coming back was one of the biggest mistakes of my life in a career sense. I went to Bougainville Copper in 1972 and
Jennifer Tretheway is general manager of the infotainment attraction Antarctic Adventure, a facility of 4000 square metres in Hobart featuring 50 interactive exhibits of Antarctic landscape. She has been a marketing consultant for Centrepoint Shopping Centre in Hobart and a sales manager for Myer Grace Bros in Launceston. She is a Fellow of the Australian Institute of Management.
AIM: How did you establish your management career?
Tretheway: I have always been involved in the service industry. I began by setting up a retail outlet in country clothing. My big break came when I moved to Launceston in 1989 and was employed by Myer Grace Bros for four years. I started doing management programs and was promoted to sales manager within four months. I think Myer has one of the most successful retailing programs in the country and they certainly reward you.
AIM: What came next?
Tretheway: I wanted a change, so I went into my own business marketing Centrepoint Shopping Centre, and I did a marketing management program at Ma
Iain Summers is the Auditor General for the Northern Territory. He was formerly with accountancy firms Coopers and Lybrand, and Pannell Kerr Forster, and a general manager with the Northern Territory Tourist Commission. He is 45, married with three children, and a Fellow of AIM.
AIM: Can you describe your background?
Summers: I was trained in accounting in the early 1970s, before it was fashionable. I then worked in Mt Isa and Papua New Guinea. In Papua New Guinea I was training some of the first graduates in accounting. From there I went to Darwin, where accounting was in short supply. A lot of people in accounting or management think going to regional Australia is a backward step, but once they get there they find there is more demand for their skills.
AIM: How did you become the auditor general?
Summers: I was involved with the board of the Chamber of Commerce. It was an excellent experience in terms of understanding the place of management and having a chance to work with a governing board to provide policy d
Russell Cooper is managing director of South East Water. He was general manager of Email Electronics and trade commissioner (technology) for Austrade. He has a bachelor of science degree from Melbourne University and a graduate diploma in management from RMIT. He is a Fellow of the Australian Institute of Management.
AIM: How did you begin your career?
Cooper: I started as a chemist in the oil industry. Then I moved to Philips in sales of scientific instruments. I went to Austrade as a trade commissioner in technology. But most of my background has been in the private sector.
AIM: What management training have you had?
Cooper: I did a post-graduate diploma in management at RMIT. I suppose you would now call it an MBA: a bit of law, economics, organisation theory, strategy and computers.
AIM: What is enduring in management?
Cooper: Total quality management and continuous improvement. I also admire the Japanese management philosophy kanban. It is about demand pulling products through, as opposed to ha